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June 23, 2021

The Talbot Spy

The nonprofit e-newspaper for the Talbot County Community

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St. Michaels Budget Set for Wednesday Night Public Hearing

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St. Michaels will hold a virtual public hearing Wednesday night on a proposed $3.5 million budget that includes a cut to the property tax rate and a smaller reduction in marketing spending than originally suggested.

The Fiscal Year 2022 budget, proposed by St. Michaels Commissioner Tad DuPont and introduced by Commissioners David Breimhurst and Mike Bibb, would set the property tax rate at 49 cents ($0.49) per $100 of assessed value. The town’s current rate is 52.4 cents ($0.524) per $100.

DuPont, selected by the town commissioners as treasurer, said during a May 4 budget work session that the commissioners are elected by town residents and “it’s their interest that we need to look after.

“They’re the ones that pay significant portion of the bills, and it’s our duty to ensure public continuity and safety and look after their interest, as well as everybody else’s,” he said.

He said the budget was a compromise, with departments being adequately funded, but not getting everything they wanted.

“We listened to public works. They got most of what they asked for but they didn’t get it all. We listened to the police department. They got a lot of what they wanted, they got what they needed, but they also didn’t get everything that they’d like to have. The same thing happened with the administration office. They got some of what they wanted, but they didn’t get it all,” DuPont said.

“The other thing that we’ve been able to accomplish in this budget is we’ve been able to separate the water department…. The water department will stand on its own and it will be able to pay off its debts in roughly three years. The way it currently is budgeted, it will be approximately $71,000 to the plus … this year.

“So that all being said, I feel that the commissioners have done a great job in trying to balance everybody’s needs, everybody’s wants, including the taxpayer,” DuPont said.

Using the current rate and a projected tax base of $307.6 million, the town would have collected $1,611,824 in property taxes. The proposed 49-cent rate will bring in $1,507,240, reducing the town’s revenues by about $100,000.

With the lower rate, property owners would save $34 on a $100,000 property, $68 on a $200,000 property, $170 on $500,000, $340 on $1 million, $1,700 on $5 million, and $3,400 on a property valued at $10 million.

The minimal savings to individual taxpayers while the town commissioners are debating $50,000 in spending prompted Commissioner Jaime Windon to oppose the tax cut during a May 4 budget work session.

“A few weeks ago we had a kind of a general philosophical discussion about some people are of the mindset that we should always be working to reduce taxes and so that’s an admirable goal if that’s what your end result is.

“The problem for me and the reason that I’m so resistant to it after you know trying to look at it from all angles — and I promise you I have — is that it’s just that cut just doesn’t amount to that much for the individual taxpayer, even those who own a massive amount of property,” she said.

“And I just feel that we’re still debating hotly $5,000, $10,000, $20,000 decisions — which I’m not saying we shouldn’t debate every fiscal decision that comes before the town — but until we’re in a place where we have more than enough money to make all of those decisions that make this town a town that we’re all proud to live in, and that we all feel is thriving, then I don’t … personally feel motivated to make a tax cut, which is why I’m opposed to it,” Windon said.

Commissioner David Breimhurst said the budget included “safety valves” and “we’re still in the midst of a pandemic,” with restaurants required to maintain six-foot distancing.

“So, if worse comes to worse and things do look like they’re going down the drain, we still have the reserve and the ability to kick in,” he said. “(W)e’ve done a lot of hard work on this budget and it’s been painful … because we’ve really … sliced and diced it every which way we possibly can. And we’re trying to give something to everyone and if it’s three cents for the taxpayers, that’s great.”

The most controversial issue in the budget had been a proposal to cut the marketing spending from the $140,000 originally proposed to $40,000.

The money for marketing and advertising comes from two revenue sources — the accommodations tax and the amusement and admissions tax. The biggest portion comes from the accommodations tax, which is paid by guests staying at hotels, B&Bs, inns, and short-term rentals.

St. Michaels typically has used about 75% of the revenue from those two taxes to pay for town services related to tourism, including trash pickup and police. The town has used the remaining 25% for advertising and marketing and the $140,000 in the initial draft budget was about 23% of the expected accommodations and amusement taxes for FY22.

During the May 4 budget work session, numerous business owners spoke against any cuts to the marketing budget.

Kim Hannon, president of the St. Michaels Business Association, noted “the money that is used for advertising is from the accommodations and amusement tax…. (T)he accommodations tax and amusement tax is paying for this. So … if you cut that, you’re basically biting off the hand that feeds you. It just doesn’t make any sense to do that.”

Restaurateur Chris Agharabi said St. Michaels residents and businesses depend on tourism and the town should be spending more on marketing, not less.

With a budget of $3.5 million, the town is spending about 2.5% on marketing, much lower than the recommended 7 to 8%, he said.

“So, yeah, we’re all gonna save a couple hundred bucks on property tax, whoop-de-do. A couple hundred dollars. Terrific. Why don’t you take that money (and) put some flowers in front of my building that I paid for?” Agharabi said. “So get a grip, get control of your $3.5 million budget, think a little bit, stop worrying about two cents on $100 and do something productive ….”

The budget as introduced during that meeting provides nearly $91,000 for marketing, about 15 percent of the $610,000 revenue expected from the accommodations and amusement taxes.

The proposed budget includes another $64,000 reserved for marketing and/or trash services. If half of that reserve is approved for marketing during the fiscal year, the total spending for marketing would be $123,000, about 20 percent of the expected revenue from the two taxes.

The virtual meeting using Zoom begins at 6 p.m. Wednesday, May 12. If you have not used Zoom, please take a few minutes to download the free app to your computer or smart phone prior to joining the meeting.

Join meeting by computer or smart phone by clicking link below:
https://us02web.zoom.us/j/3264261778
Meeting ID: 326 426 1778

Join by phone with audio only:
1-301-715 8592
Meeting ID: 326 426 1778

St. Michaels May 4 Budget Talks to Focus on Marketing, Trash

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This video is about 33 minutes long.

St. Michaels commissioners will hold a budget work session this afternoon, as the town grapples with two major issues — marketing and trash.

A suggestion to drastically cut the amount of money the town spends on marketing has drawn heated opposition from business owners and tourist attractions.

The debate also has led to two commissioners publicly apologizing to two local business owners for suggesting they had supported the cuts to the town’s marketing budget.

The money for marketing and advertising comes from two revenue sources — the accommodations tax and the amusement and admissions tax.

The accommodations tax is paid by guests staying at hotels, B&Bs, inns, and short-term rentals. The money is collected by the lodging industry and then paid to the county.

Talbot County keeps up to 5% for administrative expenses, then sends the tax revenue to the towns in which the tax was collected.

Any accommodations tax paid for lodging that is outside the incorporated towns is kept by the county, which has dedicated its use for economic development and tourism. However, the county law allows towns to use accommodations tax revenue to “alleviate costs related to tourism.”

The amusement and admissions tax is “imposed on the gross receipts from admissions, the use or rental of recreational or sports equipment and the sale of merchandise, refreshments or services at a nightclub or similar place where entertainment is provided,” according to the state comptroller’s office.

St. Michaels typically has used about 75% of the revenue from those two taxes to pay for town services related to tourism, including trash pickup and police. The town has used the remaining 25% for advertising and marketing.

During an April 16 budget session, Commissioner Tad DuPont, the town’s treasurer, suggested the proposed marketing budget for Fiscal Year 2022 be cut from $140,000 to $40,000.

Several business owners spoke against any cut during the town’s April 27 meeting, noting advertising is responsible for making the town and its attractions so well known.

In addition to the marketing budget, commissioners also are awaiting information on whether it would be more cost effective to out-source trash collection to a private firm.

During the April 27 meeting, Donna Hunt, a former town commissioner, said that issue had been extensively studied in the past and the town determined costs would be lower and services would be better if town crews collected trash.

Hunt noted that a private firm likely would pick up trash later in the day, meaning trash containers would remain on the streets and sidewalks all day until residents returned home from work and were able to put the containers away.

Today’s virtual budget work session is set to begin at 5 p.m. For information on how to view and/or listen to the meeting by computer or phone, click here.

St. Michaels Hard Talk: A Town Debates the Tourism Tax Revenue

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This video is about 30 minutes long.

A proposed 70% cut to the town’s advertising budget during a recent budget work session has St. Michaels business owners concerned.

During the April 16 virtual session, St. Michaels Commissioner T. Coleman “Tad” DuPont suggested reducing advertising spending from $140,000 to $40,000 in the proposed Fiscal Year 2022 budget.

DuPont, the commission’s treasurer, said the town should not be encouraging more visitors when businesses are unable, due to the COVID-19 pandemic, to accommodate current visitors.

He later suggested the savings could be used to fund other costs associated with tourism, such as an additional police officer and Saturday trash pickup.

The funds for advertising do not come from town taxpayers, but from the accommodations tax paid by guests staying at hotels and other lodging.

Talbot County collects the tax, then disburses it to the towns where the money was collected (after deducting up to 5% for administrative costs).

County law requires towns to use accommodations tax revenue “to alleviate costs associated with tourism.”

St. Michaels currently allocates 25% of its accommodations tax revenue “directly to advertising,” 5% to the volunteer fire department, and the remaining 70% throughout its budget “to help support the cost of tourism to the town, ie. Personnel, restroom maintenance, weekend trash pickup, a small portion of dump fees, park maintenance, a portion of Liability Insurance, infrastructure repairs and maintenance, a portion of capital improvements, etc.,” Town Manager Jean Weisman said in response to an information request.

If the town commissioners were to adopt DuPont’s proposal, St. Michaels would only be committing about 8 percent of its accommodations tax revenue directly to advertising to promote tourism to the town.

DuPont’s proposal led to a lengthy and occasionally heated discussion among town commissioners, with Vice President Jaime M. Windon questioning such a drastic cut.

Windon said town business owners would be “aghast” to hear the proposal.

In an April 19 email, Kim Hannon, St. Michaels Business Association president, informed members about the proposed cut.

“Hi, I am writing to let all of you know that the Commissioners of St. Michaels have been discussing slashing the annual advertising budget from $140,000 to $40,000! YES, slashing it $100,000 – 70% CUT,” Hannon wrote.

Town commissioners did not reach a consensus on the cut during the April 16 budget work session and are waiting to learn how much it would cost to outsource trash pickup before setting the next work session.

A public hearing on the budget will be held after it is officially introduced.

The town’s current draft budget, which includes other changes town commissioners accepted by consensus during the April 16 work session, is below.

St. Michaels FY22 Budget 4-16 DRAFT

Harrod, Breimhust, duPont, Bibb Elected in St. Michaels

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St. Michaels voters elected Joyce Harrod, David Breimhurst, and T. Coleman duPont to full four-year terms and Michael Bibb to a two-year term on Monday.

Harrod and Bibb are currently serving on the town commission, duPont is a former town commissioner, and Breimhurst is a retired Emmy Award-winning investigative reporter.

Other candidates included William Boos, the current commission president; Dennis Glackin, who was appointed to the commission following the resignation of Michael Gorman; William Harvey II; and Jefferson Knapp.

Spy Interviews: St. Michaels Candidates for Town Commissioner

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St. Michaels voters will go to the polls Monday to choose four town commissioners. Eight candidates are seeking the four seats. Th0se candidates are Michael E. Bibb, William E. Boos, David H. Breimhurst, T. Coleman “Tad” duPont, Dennis F. Glackin, Joyce D. Harrod, William C. Harvey II, and Jefferson C. Knapp. The top three vote-getters will serve four-year terms and the fourth-place finisher will serve a two-year term.

The election is scheduled for 7 a.m. to 7 p.m. Monday, July 13, at the town office at 300 Mill St.

A virtual candidate forum, moderated by the League of Women Voters, was held on Tuesday, July 7.  View video of the forum by clicking HERE or HERE; listen to an audio recording by clicking HERE.

The Spy recently spoke with five candidates; all eight were invited to participate in an interview. Biographical information and the interviews are presented below in alphabetical order:

Michael E. Bibb bio:

Born and raised in Maryland I moved to the Eastern Shore in 2006. A job brought me to St. Michaels where I came to know and love the community. I met my wife here and we were married in St. Luke’s Church. We were able to buy and rehab our forever home here in 2011.

My current job as a Program Administrator/Quality Assurance Inspector for the Maryland Department of Housing and Community Development primarily keeps me on the Western Shore but we always said “If you love where you live it makes the commute bearable.”

During my term as Commissioner of the Town of St. Michaels I have accomplished many personal goals that
have translated into advanced knowledge, skills and networking that impact my quest for positive change for
the future of St. Michaels.

• Commissioner of St. Michaels 2016 – 2020
• St. Michaels Commission Vice President 2017-2020
• President Eastern Shore Association of Municipalities 2020
• Vice President, District 2, Maryland Municipal League 2020
• Board Member, Executive Board, Maryland Municipal League 2019 – Present
• Academy for Excellence in Local Governance Certificate 2017
• Graduate of Eastern Shore Leadership 2019
• Community Emergency Response Team Certification, Talbot County 2018
• Member of the Board for Risk Management Legit Insurance 2019 – Present
• Commissioner, Maryland Climate Change Commission 2018 – Present
• Member of the Board Bay Hundred Senior Center 2019 – Present
• St. Michaels Police Department Citizens Academy 2019

William E. Boos Bio:

Bill was born and raised in Lockport, a small town in Upstate NY, near Buffalo. After High School, he studied Engineering and found himself in the retail business with companies such as Tandy Corp. After 10 years, he left Tandy as the manager of its computer division and struck out on his own.

He owned and operated driving ranges and Golf courses in several states and after selling them to a large company from NY, he became involved with Wayne Huizenga, the founder of Waste Management. Huizenga was in the process of acquiring a small company in Texas that seemed to have some promise.

They joined forces and over the course of the next few years, he and others built Blockbuster Video into a retail chain of thousands of stores that changed the retail landscape.

He lived in Northern VA for many years and ran a 2,500 home community that embodied many of the same issues and challenges of St. Michaels, which makes him uniquely qualified to serve as Commissioner.

When he and his wife Patty decided to get smaller and retire (sort of) they chose St. Michaels as the place to finish. He was elected Commissioner 4 years ago and has dedicated most of his time to that effort. Bill will tell you that he has been involved in and responsible for many positive things over the past 4 years, but there is more to do. He is running for a second term as Commissioner and wants to keep moving St. Michaels Forward.

David H. Breimhurst bio:

My wife Sara and I had been frequent visitors to St. Michaels on our sailboat for decades before
dropping anchor here permanently in 2016.

I retired in 2015 after 30 years as an Emmy Award-winning investigative reporter for the leading newscast in Philadelphia. I helped uncover corruption at the municipal and state levels, including a series of frauds that sent the most prominent Pennsylvania State Senator to jail for five years. I also uncovered a scheme in the Philadelphia Register of Wills office to defraud families of the property of deceased relatives. In addition, my investigations have revealed fraudulent medical practices that have put unscrupulous doctors out of business, sparing hundreds of patients unnecessary pain and suffering.

My television career has also taken me around the world, covering major stories and reporting from two war zones. I was on the ground in Tel Aviv during the Gulf War in 1991 when Iraq was bombing Israel. I also reported from Kuwait City during the Iraq War in 2003, lucky to leave just before my hotel was bombed. I reported live for a week from ground zero after the 9/11 attacks on New York. And I also covered numerous natural disasters from hurricanes to the San Francisco earthquake.

I grew up in Wayne, PA and graduated from Radnor High School and Temple University. I am now a member of the Radnor High School hall of fame, the Klein College of Media and Communications hall of fame at Temple University, and the Philadelphia Broadcast Pioneers hall of fame.

I look forward to applying my extensive experience in reporting on government affairs to serving St. Michaels with transparency, accountability and fiscal responsibility.

T. Coleman “Tad” duPont Bio:

I have been a part of the St. Michaels community for the last forty five years. First as a self employed contractor, then as owner operator of Higgins Yacht Yard, the Two Swan Inn, the St. Michaels Milling Company, and now on the Board of the Classic Motor Museum.

T. Coleman “Tad” duPont

While at Higgins, I was involved in the restoration of four of the active racing Log Canoes and a Cal-40 who represented the Eastern Shore in numerous offshore sailing events. The St. Michaels Milling project has focused around the adaptive use of the only existing industrial complex in town, which houses years of local history.

I have served on the Historic District Commission for a number of years believing our historic building and heritage is vital to our identity and who we are as a community.

I also served as a commissioner for three and half years two of them as town treasurer participating in the Miles Point development settlement, the Riverwoods housing project, public restrooms on Mill Street, the YMCA location, and the removal of the power lines in Muskrat Park, to name a few.

My wife Cathy and I live at 203 Locust Street in a house we moved from Easton circa 1750 in 2004. I have three children, two step daughters, two grandchildren and five step grandchildren.

I have a Bachelors Degree from Nichols College majoring in Marketing and a Masters Degree from American University majoring in economics.

With my history and working knowledge of our community, I feel I have an advantage in being able to help us through these unusual and troubling times and will operate with total transparency.

Dennis F. Glackin Bio:

My name is Dennis Glackin, and I am a candidate to continue as a Commissioner for the Town of St. Michaels. My wife Joyce and I bought our house on N. Harbor Road in 2008 due to our love of sailing and the character of the Town. We retired here in 2016.

I was appointed to the St. Michaels Planning Commission in 2017 and was elected Chairman in 2018. As Chairman, I led the effort to revise our dated zoning ordinance, which is slated for adoption this summer.

I served on the Ad Hoc Committee to make recommendations on the police and municipal buildings.

In May 2019 I was appointed to the Board of Commissioners.

My professional career was as a City Planner and I held the following positions:

  • Director of Planning for Lower Merion Township (PA).
  • Partner in an Architectural, Planning, and Engineering Company in Philadelphia.
  • Founder and President of a Land Planning and Landscape Architecture firm, GTP Inc.

I hold a professional certification from the American Institute of Certified Planners. My bachelor’s degree is from Villanova University in Political Science, and I possess a Master of Regional Planning degree from the Maxwell School at Syracuse University.

For the past few years I have tried to represent the best interests of St. Michaels’ residents and businesses using my experience in municipal government and planning. It would be a privilege to continue as a Commissioner and to make St. Michaels the best it can be.

Joyce D. Harrod bio:

Joyce Harrod serves as a Commissioner, Town of St. Michaels, Maryland. She is the first female African-American elected to the municipal government and has served two four-year terms. Now serves as the treasurer and also served as vice president.

Joyce Harrod

Born and nurtured in the great Prince George’s County, Maryland, where she also received her education, which prepared her for the workforce. Soon after graduation from high school, June 1966, Joyce’s career started as a civil servant for 38 years in various learning capacities.

The latter part of her career, positioned her as an executive correspondence management specialist, which further enhanced her writing and editing skills. She received several awards for her dedication and commitment.

Always continuing her learning experiences, a special accomplishment was the 2013 graduation for Fellows from the Academy for Excellence in Local Government. The ceremony took place at the Memorial Chapel, University of Maryland College Park campus.

December 2008, Joyce and Lawrence (husband) transitioned from the beautiful Western Shore Maryland (Baltimore County) to the beautiful Eastern Shore Maryland (Talbot County) where a new season of her life started.

Very soon became involved in many community events throughout Talbot County. A special highlight was giving the opening prayer for the Mayor, Easton, Maryland, prayer breakfast, October 2014. Furthermore, becoming a member and Lay Servant of Union United Methodist Church, St. Michaels.

Joyce believes that the town leadership should care about the well-being of all people, and that the quintessence to a thriving township is the vision — teaching, job opportunities, unity, respect, and also economic advancement.

Leadership can enrich the soil or rot the soil in any environment — PEOPLE, PEOPLE, and PEOPLE. It has been a pleasing and quite challenging journey — to retire briefly; relocate to a small, rural, and charming Chesapeake Country town along the Miles River; and chosen to serve with high expectations — you never know!

Joyce’s words of inspiration are never stop learning — keep learning from the cradle to the grave!

William C. Harvey II bio:

Community Service

  • Town of St. Michaels’ Board of Zoning Appeals, Chair (2017-Present) & Member (2015-Present)
  • Fairfax County Board of Equalization of Real Estate Assessments, Member (2005-2013)
  • Great Falls Citizens Association, Director (2011-2015)
  • Great Falls Lacrosse Association, Director (2002-Present) & Past Commissioner (2004-2005)
  • Potomac Chapter of US Lacrosse, Director (2005-Present)
  • Washington Area Lacrosse Officials Association, President (2007-2008), Chief Operating Officer (2015-2019) & Member (2006-Present)

Professional

  • President of William C. Harvey & Associates, Inc., an appraisal, brokerage and consulting firm
    serving the mid-Atlantic region (1986-Present)
  • Licensed to practice in the DC, MD, NC, PA, VA & WV
  • Awarded MAI designation from the Appraisal Institute (1986)
  • Awarded CCIM designation from the CCIM Institute (1997)
  • Awarded AQB-Certified USPAP Instructor designation from the Appraisal Foundation (2003)
  • Listed in Best Lawyers Preferred as recognized expert in multiple categories
  • Testified in over 150 cases in local, state and federal courts in DC, MD, NJ, NY, VA & WV
  • Served as a court-appointed expert witness for the U.S. Court of Federal Claims
  • Testified before the U.S. Congress on behalf of the Appraisal Institute
  • Previously employed at Legg Mason and Trustbank FSB

Personal

  • Resides at 348 Perry Cabin Dr., St. Michaels, MD
  • Born Baltimore, MD
  • Attended Calvert Hall High School, Wesley College and University of Maryland
  • Married to Constance L. Campanella and father of Caroline C. Harvey, William C. Harvey, III and
    Joseph C. Harvey
  • Active high school and collegiate lacrosse official and enjoys boating on the Miles River and
    Chesapeake Bay

Jefferson C. Knapp bio:

As chairman of the Town Planning Commission I helped steward the Zoning Code re-write — a great undertaking that was long overdue.

Jefferson Knapp

In the process, I learned a lot about how the Town runs and received great feedback from residents on issues we addressed. Things like the housing shortage we have — we adapted the Code to better fit the existing conditions in Town and made it possible for homeowners to create accessory dwelling units so we can add more housing both for working folks in town and possibly augment retirement/fixed incomes for homeowners. We added a new section in the Code to address design issues.

I recently started a parking committee staffed by two Planning Commission members and members of the community to investigate and hopefully help resolve the parking problem we have.

I want to see our commissioners work together, not against one another.

I want to bring the residents of this great town into the fold and get them more involved in the process. I think we should have town hall meetings for the people in town to be able to ask questions (and get answers) and give input to the commissioners as to what they believe the town should be doing. We should also have some Saturday commissioner meetings so that more may attend.

I have lived in St. Michaels for 16 years. I have donated a great amount of my and my company’s time for projects in the town such as the installation of the flower baskets on the Honeymoon Bridge; planting hundreds of daffodil bulbs all over town; hundreds of man hours on revitalizing the Boy Scouts building that the town owns and helping to decorate the town for the holidays.

Besides being the Chairman of the Planning Commission, I am also part of the ad hoc committee working with local restaurants & businesses to help them through this trying time.

My wife, Melissa, is part of the town Parks & Recs committee and together we both love this town and are committed to helping out in any way we can. I think all commissioners should be out doing more than just showing up for monthly meetings — there is a lot to be done and I want to be a big part of it.

  • Licensed real estate agent
  • Licensed contractor & home builder
  • Licensed instrument rated pilot
  • Trinity College’s MBA program
  • Home inspection instructor at Chesapeake College

St. Michaels Candidates Answer Questions at Virtual Forum Moderated by LWV

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https://www.facebook.com/athomeinstmichaels/videos/2709159285987345/

The League of Women Voters of the Mid-Shore hosted a forum July 7 for the eight candidates for four seats on the St. Michaels Town Commission. The election will be held from 7 a.m. to 7 p.m. Monday, July 13, at the town 0ffice at 300 Mill Street, St. Michaels. The term of office for the three top vote winners will be four years, expiring in June 2024. The term for the fourth top vote winner will be two years, expiring in June 2022.

This video is about two hours long.

Letter to Editor: Unfinished Business in St Michaels

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Unfinished Business in St Michaels

Hi, I’m Bill Boos, and I have decided to run for another term as Commissioner of St Michaels and would like to tell you why I am asking for your support.

I have served as a Commissioner for the past four years, one year as Treasurer and three as President. Much has been accomplished in that time, but there is unfinished business that needs to be completed. I feel strongly that we need to keep moving our town into the future, while maintaining respect for our past. Those two ideals can co-exist. I have run both large and small companies, and have owned and operated my own businesses. The five years that I spent as the General Manager of a 2500 home community in VA, where I was responsible for finances, budgets, code enforcement, personnel and asset management, is what most prepared me for this job.

I think there are two tasks that the Commissioners are charged with that rise above all others. First, keep our citizens, homes and business’s safe. I believe we have one of the finest police and public safety departments in the state. They are engaged in our community with youth programs and constant dialogue with our citizens. Our Chief maintains a well-trained, competent force, that emphasizes community interaction, outreach and respect for everyone. Second, protect our water supply. As citizens we tend to take it for granted that our water is safe, but our Public Works Department does not. They test our water daily, 365 days a year. We spent a large amount of money upgrading our water treatment system a few years ago to make sure it was well within mandated safety levels and there is no job more important than keeping it that way. I have been and will continue to be fully committed to these two priorities.

Let me take a moment to list a few of the other big things the Commissioners have done over the past four years.

We completely revamped and stabilized our long-term financial position:

As Treasurer I brought this program forward and shepherded it through to completion. A company that specializes in Reserve Studies was hired to do an in-depth analysis of our town assets, from streets to buildings to equipment. It yielded a 30-year projection of costs and dates to repair and replace our assets. We established a fund for these items and have budgeted to keep that fund replenished. As a result, our town assets such as streets, are in the best condition in years and as they need repair, the money will be there. No more scrambling from year to year, raising taxes to pay for needed repair expenditures.

We kept the project to repair and replace our Talbot St sidewalks moving forward:

The project to replace and repair our crumbling and unsafe sidewalks and curbs along Talbot St languished for years until I drove that project. We have a couple more sections of sidewalk to go and I pushed to get money in this budget to complete the next phase. It is a safety issue, not just a desire to have our sidewalks be brick. Incidentally, in a recent post by others, some of which are running for commissioner, it was stated that we should not be spending money to redo the sidewalks “ far beyond the core business district”. I suspect that the Winery, the Brewery, Gina’s Café and the other merchants in the Mill would disagree with that sentiment.

St Michaels beautification:

I championed and supported new signs, new street trees, attractive grates around those trees, additional monies for our limited landscape budget as well as the sidewalks project. I drove the purchase of our street sweeper and for the first time every one of our streets are cleaned every week.

We funded and completed the major task of re-writing the town’s zoning code:

Decades have passed since that was previously done and I commend the Planning Commission for the hours it took to get it done. The new zoning language respects the past and looks forward to the future and the challenges it will bring to St Michaels such as sea level rise.

We have put four fiscally responsible budgets in place that have managed to hold the line on our tax rate:

I called for and we instituted across the board spending reductions by department without compromising important town services. The budget for fiscal 2021 was scrutinized line by line with the full understanding of how the current situation may affect revenue and expenses. It is a good, well researched and fact based budget that has the flexibility to adapt to whatever changes come our way this year.

Of course, I need to mention the new town administration building. The need for a new building is obvious, the days of holding official town meetings in a crowded master bedroom of an aging 50’s brick rancher needed to end. The process started literally four years ago, and after intensive investigation, analysis, meetings, field trips and conversation with citizens, the Commissioners decided unanimously in a 5-0 vote, where and what that building should be. Yet, the building is still not built. It is the right building and in the right location and it needs to be finished!

There is more to be done. We need to find a way to get more affordable housing without compromising the historic nature of town. Our invaluable Harbor needs protection from the effects of climate changes. We as Commissioners have a responsibility to come to the table at every meeting, and in every way, with an understanding of the issues before us and to respectfully listen to all voices, before a decision is made. Our decisions should be based on what is best for our town and it’s citizens, but most importantly on facts. I have done that and will continue to do so.

I love our town and and I have the energy and desire to Keep Us Moving Forward. Please support me on July 13th with your vote.

Bill Boos
St. Michaels

Eight Seek Four Seats on St. Michaels Commission

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Eight candidates have filed for the four St. Michaels town commission seats up for election on July 13.

The three candidates with the highest votes will be elected to full four-year terms; the fourth-place candidate will serve a two-year term.

When the filing deadline closed on Friday, June 12, the following candidates had filed for the election:

Michael E. Bibb

William E. Boos

David H. Breimhurst

T. Coleman duPont

Dennis F. Glackin

Joyce D. Harrod

William C. Harvey II

Jefferson C. Knapp

The election will be held from 7 a.m. to 7 p.m. Monday, July 13, in the meeting room of the Edgar M. Bosley Jr. Municipal Building (Town Office), 300 Mill Street, St. Michaels. For further information, please call 410-745-9535.

Propane Leak at Townhomes Requires 12-Hour Burn-off

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A Saturday evening gas leak in a propane tank at The Homes at Perry Cabin required emergency crews to burn off the entire contents of the 500-gallon tank.

According to an email to residents sent out by The Homes at Perry Cabin, the serious gas leak behind Building 11 was reported to 911 and Suburban Propane at about 6 p.m. Saturday.

The St. Michaels Fire Department and the St. Michaels Police Department quickly arrived and called in the Maryland Department of the Environment for assistance. The fire department also called for backup from the Tilghman Island Fire Department.

Suburban Propane also responded to the scene.

MDE determined that the tank had been filled to 100% capacity, rather than the standard 80% capacity, creating a serious and potentially dangerous situation.

MDE said 100 gallons of pr0pane would need to be burned off. Caution tape was put up and the area was cordoned off. Police told residents that if they left the area, they could not return to the parking areas closed to the emergency activity.

After the initial burnoff had been completed, crews determined that the existing valve had failed and would need to be replaced, requiring a complete burn-off of the tank’s contents.

A new, slower valve was installed and the burn-off continued until about 6 a.m. Sunday.

In the email, the Homes at Perry Cabin said the tank is empty and open and asked residents to avoid the area along the Miles near the propane tank, noting there “is a strong noxious chemical odor present that may take a few days to dissipate.”

Suburban was returning to further address the situation, according to the email. Suburban checked the fill levels on other tanks and will be out to complete a safety check.

“After 12 plus hours battling the propane tank, our dedicated Fire Department finally left the scene at 6:30 this morning,” the email concluded. “The MDE left at 9:40 AM headed to another call. We as a community are grateful for the quick thinking and professionalism of all our local emergency and state services.

“We are open to ideas to thank our first responders as a community and encourage personal donations to our volunteer St. Michaels Fire Department.”

Commerce: When an Alcohol Distillery Takes on COVID-19

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By now, you probably know about how St. Michaels’ Windon Distilling, home of Lyon Rum, temporarily ventured into making hand sanitizers. But did you know that they’re still at it?

If you don’t remember or weren’t paying close attention, here is a brief recap. In mid-March, as businesses closed around the nation, the call went out, and a temporary dispensation was given to beverage alcohol distilleries to help make much-needed sanitizers. Distilleries everywhere took on the challenge. As the founder and CEO of Windon Distilling and the President of the Maryland Distillers Guild, Jamie Windon was in a unique position to help guide and create a network and database to funnel the many requests they were getting. These requests came from all over Maryland on behalf of multiple state agencies, front line workers, and essential businesses.

Those first few weeks were a scramble to learn how to make the product, how to procure the ancillary supplies (glycerin, hydrogen peroxide, bottles), and how to get it to the people who needed it. But the decision to make a new product was something they knew they had to do, not something they were doing from a business perspective. “This was our saying, yes to a need that came down to us from the State and the County,” says Windon. “We were simply responding, and because we were responding to their requests, we had no idea when we made that first batch if that was the only batch we were going to make, if we were going to do that and be done with it, or how long this would continue.”

It went on longer than what anyone expected. For six weeks, they tried to keep up with the demand. At one point, Windon remembers, the guild had a backlog of requests for over 20,000 gallons that had to be filled. And with 90% of the Distilling’s staff laid off, it became the responsibility of Windon and her partners to roll up their sleeves and “work 24/7 just as if we were starting a new business.”

With such a tremendous need, there was, of course, no extras to go around, despite the many calls they were receiving from the public. But two weeks ago, it all changed. The Distilling company is still making hand sanitizers, but they now have enough to sell to the private consumer, whether it’s an individual or a business preparing to reopen.

“Now anybody that needs it can contact us,” says Windon. “A business owner said to me the other day, ‘Oh man, I can’t find hand sanitizer, and when I did, it was $60 a gallon.’ And I said, ‘you know I make it, and it’s $35 a gallon.’ That’s been a mission of ours since the very beginning when we started this. We, along with many of our fellow distillers in Maryland, have worked to help correct price gouging and to provide something that was needed at a fair price. That’s just hugely important to us as a company.”

But don’t expect to see the personal-sized bottles. The company only sells one-gallon containers. And don’t expect to just be able to run into the distillery and pick one up. All transactions are done through email, with pickup by appointment at the showroom or their booth at the farmer’s markets.

At this point, Windon plans on continuing to make hand sanitizers as long as it’s needed and is proud of her company’s role in this unexpected opportunity. They won’t, however, be branding it into the Windon family of products. “If you look at our bottles, they have the FDA label. It’s very simple and clean. It’s a functional refill of an essential item, and it would be awful to stop making it when people in our community need it. When that need ceases, and when the calls and emails stop coming in, we’ll stop making it.”

She was also quick to confirm her real passion. “I don’t want a hand sanitizer business. I like making rum. I mean, that’s what we do here. Out of necessity, this booze factory is temporarily a hand sanitizer factory.”

This is a relief to the many Lyon fans, who had worried that the company might run out of rum. “Luckily, she said, “this is our seventh year in business, and we had a pretty good stock of the rum inventory and other spirits going into this. We stopped spirit production for about seven weeks to concentrate on the hand sanitizers.”

This past week the distillery started doing fermentations and making rum again. Their partner, Grey Wolf Distilling, has also begun distilling their vodka line. “But of course, like any business right now,” says Windon, “we’re not jumping back into full manufacturing because we simply don’t know what’s to come and what the demand will be. We’re just beginning to see our normal business start to come back. We’re still about 75% down in sales, but just enough to start needing to refill the rum supply.”

Which is a surprising comment given that the liquor industry has been reported to be thriving right now. Says Windon that could not be further from the truth. “Craft distillers and craft breweries across the country, especially in Maryland, are suffering. They’re suffering because their tasting rooms are closed, and in-store liquor store tasting opportunities are gone. In Maryland, we’ve seen an average of about 75% reduction in sales and as much as 100% for some distilleries. My friends who have breweries tell terrible stories about having to dump beer that’s beginning to expire that wasn’t sold. Luckily spirits don’t expire, so we count our blessings where we can.”

With tasting rooms being a critical revenue source for craft breweries, will Windon expect a quick return to reopen? Not quite. “Out of safety and responsibility to my staff and my customers, I was one of the very first businesses to close my doors before the Governor mandated it. I anticipate that I’ll be one of the last businesses to fully open my doors once it’s legal as well, simply because I want to take things slow. Our distillery is about hospitality, about taking care of people, making people comfortable. And until the public feels a renewed sense of trust that it’s safe to be close to people, we are aren’t able to provide what we normally provide, which is seriously wonderful service with a smile. That’s the core of who we are, and until we can do that, there’s no reason for me to open the tasting room. And I’m not in a hurry to. I’m going to wait until it’s safe. I don’t know how long that’ll take, but we’ll be here. We’re not going anywhere. We’ll just be doing things differently.”

Val Cavalheri is a recent transplant to the Eastern Shore, having lived in Northern Virginia for the past 20 years. She’s been a writer, editor and professional photographer for various publications, including the Washington Post.